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CMMI for Development

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90 Generic Goals and Generic Practices

Refer to the Integrated Project Management process area for more

information on contributing work products, measures, and documented

experiences to the organizational process assets.

Subpractices

1. Store process and product measures in the organization’s

measurement repository.

The process and product measures are primarily those that are defined in the

common set of measures for the organization’s set of standard processes.

2. Submit documentation for inclusion in the organization’s process

asset library.

3. Document lessons learned from the process for inclusion in the

organization’s process asset library.

4. Propose improvements to the organizational process assets.

GG 4 Institutionalize a Quantitatively Managed Process

The process is institutionalized as a quantitatively managed process.

GP 4.1 Establish Quantitative Objectives for the Process

Establish and maintain quantitative objectives for the process,

which address quality and process performance, based on

customer needs and business objectives.

The purpose of this generic practice is to determine and obtain

agreement from relevant stakeholders about specific quantitative

objectives for the process. These quantitative objectives can be

expressed in terms of product quality, service quality, and process

performance.

Refer to the Quantitative Project Management process area for

information on how quantitative objectives are set for subprocesses of

the project’s defined process.

The quantitative objectives may be specific to the process or they may

be defined for a broader scope (e.g., for a set of processes). In the

latter case, these quantitative objectives may be allocated to some of

the included processes.

These quantitative objectives are criteria used to judge whether the

products, services, and process performance will satisfy the customers,

end users, organization management, and process implementers.

These quantitative objectives go beyond the traditional end-product

objectives. They also cover intermediate objectives that are used to

manage the achievement of the objectives over time. They reflect, in

part, the demonstrated performance of the organization’s set of

standard processes. These quantitative objectives should be set to

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values that are likely to be achieved when the processes involved are

stable and within their natural bounds.

Subpractices

1. Establish the quantitative objectives that pertain to the process.

2. Allocate the quantitative objectives to the process or its

subprocesses.

GP 4.2 Stabilize Subprocess Performance

Stabilize the performance of one or more subprocesses to

determine the ability of the process to achieve the established

quantitative quality and process-performance objectives.

The purpose of this generic practice is to stabilize the performance of

one or more subprocesses of the defined process, which are critical

contributors to overall performance, using appropriate statistical and

other quantitative techniques. Stabilizing selected subprocesses

supports predicting the ability of the process to achieve the established

quantitative quality and process-performance objectives.

Refer to the Quantitative Project Management process area for

information on selecting subprocesses for statistical management,

monitoring performance of subprocesses, and other aspects of

stabilizing subprocess performance.

A stable subprocess shows no significant indication of special causes of

process variation. Stable subprocesses are predictable within the limits

established by the natural bounds of the subprocess. Variations in the

stable subprocess are due to a constant system of chance causes, and

the magnitude of the variations can be small or large.

Predicting the ability of the process to achieve the established

quantitative objectives requires a quantitative understanding of the

contributions of the subprocesses that are critical to achieving these

objectives and establishing and managing against interim quantitative

objectives over time.

Selected process and product measures are incorporated into the

organization’s measurement repository to support process-performance

analysis and future fact-based decision making.

Subpractices

1. Statistically manage the performance of one or more subprocesses

that are critical contributors to the overall performance of the

process.

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2. Predict the ability of the process to achieve its established

quantitative objectives considering the performance of the

statistically managed subprocesses.

3. Incorporate selected process-performance measurements into the

organization’s process-performance baselines.

GG 5 Institutionalize an Optimizing Process

The process is institutionalized as an optimizing process.

GP 5.1 Ensure Continuous Process Improvement

Ensure continuous improvement of the process in fulfilling the

relevant business objectives of the organization.

The purpose of this generic practice is to select and systematically

deploy process and technology improvements that contribute to

meeting established quality and process-performance objectives.

Refer to the Organizational Innovation and Deployment process area

for information about selecting and deploying incremental and

innovative improvements that measurably improve the organization's

processes and technologies.

Optimizing the processes that are agile and innovative depends on the

participation of an empowered workforce aligned with the business

values and objectives of the organization. The organization’s ability to

rapidly respond to changes and opportunities is enhanced by finding

ways to accelerate and share learning. Improvement of the processes is

inherently part of everybody’s role, resulting in a cycle of continual

improvement.

Subpractices

1. Establish and maintain quantitative process improvement

objectives that support the organization’s business objectives.

The quantitative process improvement objectives may be specific to the individual

process or they may be defined for a broader scope (i.e., for a set of processes),

with the individual processes contributing to achieving these objectives.

Objectives that are specific to the individual process are typically allocated from

quantitative objectives established for a broader scope.

These process improvement objectives are primarily derived from the

organization’s business objectives and from a detailed understanding of process

capability. These objectives are the criteria used to judge whether the process

performance is quantitatively improving the organization’s ability to meet its

business objectives. These process improvement objectives are often set to

values beyond the current process performance, and both incremental and

innovative technological improvements may be needed to achieve these

objectives. These objectives may also be revised frequently to continue to drive

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the improvement of the process (i.e., when an objective is achieved, it may be set

to a new value that is again beyond the new process performance).

These process improvement objectives may be the same as, or a refinement of,

the objectives established in the “Establish Quantitative Objectives for the

Process” generic practice, as long as they can serve as both drivers and criteria

for successful process improvement.

2. Identify process improvements that would result in measurable

improvements to process performance.

Process improvements include both incremental changes and innovative

technological improvements. The innovative technological improvements are

typically pursued as efforts that are separately planned, performed, and managed.

Piloting is often performed. These efforts often address specific areas of the

processes that are determined by analyzing process performance and identifying

specific opportunities for significant measurable improvement.

3. Define strategies and manage deployment of selected process

improvements based on the quantified expected benefits, the

estimated costs and impacts, and the measured change to process

performance.

The costs and benefits of these improvements are estimated quantitatively, and

the actual costs and benefits are measured. Benefits are primarily considered

relative to the organization’s quantitative process improvement objectives.

Improvements are made to both the organization’s set of standard processes and

the defined processes.

Managing deployment of the process improvements includes piloting changes and

implementing adjustments where appropriate, addressing potential and real

barriers to deployment, minimizing disruption to ongoing efforts, and managing

risks.

GP 5.2 Correct Root Causes of Problems

Identify and correct the root causes of defects and other

problems in the process.

The purpose of this generic practice is to analyze defects and other

problems that were encountered in a quantitatively managed process,

to correct the root causes of these types of defects and problems, and

to prevent these defects and problems from occurring in the future.

Refer to the Causal Analysis and Resolution process area for more

information about identifying and correcting root causes of selected

defects. Even though the Causal Analysis and Resolution process area

has a project context, it can be applied to processes in other contexts

as well.

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Root cause analysis can be applied beneficially to processes that are

not quantitatively managed. However, the focus of this generic practice

is to act on a quantitatively managed process, though the final root

causes may be found outside of that process.

Applying Generic Practices

This section helps you to develop a better understanding of the generic

practices and provides information for interpreting and applying the

generic practices in your organization.

Generic practices are components that are common to all process

areas. Think of generic practices as reminders. They serve the purpose

of reminding you to do things right, and are expected model

components.

For example, when you are achieving the specific goals of the Project

Planning process area, you are establishing and maintaining a plan that

defines project activities. One of the generic practices that applies to the

Project Planning process area is “Establish and maintain the plan for

performing the project planning process” (GP 2.2). When applied to this

process area, this generic practice reminds you to plan the activities

involved in creating the plan for the project.

When you are satisfying the specific goals of the Organizational

Training process area, you are developing the skills and knowledge of

people in your project and organization so that they can perform their

roles effectively and efficiently. When applying the same generic

practice (GP 2.2) to the Organizational Training process area, this

generic practice reminds you to plan the activities involved in

developing the skills and knowledge of people in the organization.

Process Areas That Support Generic Practices

While generic goals and generic practices are the model components

that directly address the institutionalization of a process across the

organization, many process areas likewise address institutionalization

by supporting the implementation of the generic practices. Knowing

these relationships will help you effectively implement the generic

practices.

Such process areas contain one or more specific practices that when

implemented may also fully implement a generic practice or generate a

work product that is used in the implementation of a generic practice.